Organizations increasingly want to better understand their revenues and costs and, in particular, the behavior of factors that drive these top and middle lines of the bottom-line profit equation. The reason for increased interest in more detail is obvious: The margin for decision error is getting slimmer. Mistakes in poor product selection, wrong channel options or improper customer targeting can no longer be offset by good choices made elsewhere in a business.

What questions might managers and employee teams ask about their customers that can be answered with detailed profitability reporting? Here are some examples:

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